Human Resources Management
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Item Open Access Bright Side of Leader Emotional Labour: Impact of Leader Emotion Regulation on Employee Outcomes(2020-08-11) Alam, Md. Mahbubul; Singh, ParbudyalThe concept of emotion regulation has been a major topic of affect-based research in organizational studies. However, it has been studied mostly in service contexts as a form of labour that is stressful and impairs the well-being of service workers. Despite the potential of applying this construct beyond service occupations with a focus on the beneficial aspects of it, the call for expansion of this literature has largely been unattended. Although studying emotions of leadership opens a wide range of opportunities, extension of emotional labour research is distinctly underdeveloped in this area. In response to this state of affairs, my research empirically explores the bright side of leaders emotion regulation in leadership context. Drawing on emotional labour theory, affective events theory (AET), emotional expressivity of leadership theories, and conservation of resources (COR) theory, I propose that leaders emotion regulation may, in fact, result in beneficial employee outcomes without harming leaders well-being. In order to support my hypotheses, I conducted two studies. At an interpersonal level, study 1 ( cross-sectional, n = 175) examines the beneficial impact of employee perceptions leader emotion regulation strategies (viz. surface acting and deep acting) on key employee outcomes. The results support the hypotheses that 1) employee perception of leader deep acting was favourably related to employees job satisfaction and perceived leadership effectiveness and 2) these relationships were mediated by employee perception of leader authenticity. The purpose of study 2 (daily experience sampling, n = 81) was to test the other key argument of this research: that while surface acting can impair well-being, leader deep acting does not necessarily hinder their personal well-being. As hypothesized, I found a significant positive relationship between leader surface acting and emotional exhaustion, and the relationship was mediated by daily emotional dissonance. However, as expected, leader daily deep acting was not related to their daily well-being outcomes of emotional dissonance and emotional exhaustion. In addition to theoretical contribution by extending the study of emotion regulation in leadership with a focus of the beneficial aspect of it, this research offers important implications for the practicing managers and human resource management (HRM) functions.Item Open Access Work-Life Balance Among Dual-Career Couples Without Children: A Qualitative Study(2021-07-06) Boiarintseva, Galina; Richardson, JuliaDual-career professional couples are becoming common in many countries. In North America, previous generations of dual-career professional couples were likely to have children, but today many such couples forego parenthood. Increased attention in management literature has been given to work-life balance of dual-career professional couples with children, but there is a paucity of qualitative research on work-life balance of dual-career professional couples without children. Given current social transformations, evolving work values, career aspirations, and changing family structures, more investigation into this demographic group is needed. This study sets out to examine how individuals in dual-career professional couples without children understand and experience work-life balance. This qualitative study draws on interview data collected from 21 couples to explore the following research questions: 1) How do dual-career professional couples without children define work-life balance? 2) What are the main influences on the work-life balance of dual-career professional couples without children? 3) How do dual-career professional couples without children experience work-life balance? and 4) How do dual-career professional couples without children manage their work-life balance? This study adds to contemporary academic literature by exploring the experiences of professional dual-career couples without children, within an interpretive ontology. This study also challenges the call in management scholarship to develop one clear definition of work-life balance. It indicates that work-life balance is a subjective construct that differs from individual to individual and from couple to couple, even those who share many similarities. Finally, this study demonstrates that work-life balance in professional dual-career couples is a social-relational process.